Set-up Reduction

Set Up Reduction

Definition

A concentrated and structured approach to the reduction or elimination

of all activities that take place between the manufacture of the last item

and the production of the first good item of a new batch

Set up reduction has a direct influence on the 3M's :-

�Reduced down time

�Increased throughput

�Better utilisation of resource

�Reduced bottlenecking

�Improves utilisation of time

of skilled labour

�Improves utilisation of intelligence

of skilled labour

�Reduces walking time

�Reduces handling time

�Reduces potential for human error

�Allows smaller batch production

�Supports reduced inventory

�Improves inventory turnover

�Reduces material handling costs

�Drives reduction in scrap

MAN MATERIALMACHINE

Set Up Reduction

Why Reduce Set up Times?

Set up

Reduction

Increased

time for

production

Machines

Materials

Men

� Increased

throughput

� Increased

availability

Small Batch

Production

Increased

mix

Increased bottleneck

utilisation

Reduced product

lead time

Wider range

of products

Reduced

shortages on

assembly

Increased labour utilisation

� Reduced

Inventory

� Reduced

Handling

Reduced waiting on

assembly

Accurate

forecasts

Increased Flexibility

Satisfied

customers

Reduced

Machine Costs

Reduced Labour

Costs

Reduced Storage

Costs

Reduced Handling

Costs

Red

uce

d P

roduct

Cost

s

Cost Benefits

Set Up Reduction

Set up Reduction & Batch Quantities

Based on individual machine costs - no link to demand

Simple trade off - no indication of hidden costs e.g. increased scrap, redundancy, etc.

EOQ/EBQ is the balance point when total set up and inventory holding costs are minimum.

Batch Size

Inventory holding

cost

Set up or

Ordering cost

Total

cost

EOQ EBQ

Minimum

total cost

Cost

Set Up Reduction

20%

30%50%

Typical elements of Set Up Time :-

Preparation

� Obtain instructions

� Collect tools from stores

� Check and mount tools

� Check and mount material etc.

Other� Remove work

� Remove tools

� Return tools to stores

� Clean machine etc.

Adjustment

&

Tryout

� First cut

� Dimensional check

� Adjust machine

� Complete first off etc.

Set Up Reduction

Five Step Approach

1. Preliminary Stage

2. Analysis Phase

3. Identify Internal and External Elements

4. Convert Internal to External Where Possible

5. Reduce Internal and External Times

Set Up Reduction

Step 3 - Identify Internal and External Elements

External

Tasks that can be done whilst the

machine/process runs on the

previous job.

Examples of external Set up

� Collecting tools and materials.

� Positioning cranes and handling equipment.

� Preparing tools, clamps, bolts, etc.

� Clearing up and cleaning.

� Planning, organising, preparing data, etc.

Internal

Tasks that can only be done

whilst the machine/process is

stopped.

Examples of internal Set up

� Removing guards.

� Removing tools/loading

tools.

� Removing components.

� Adjusting locators etc.

� Inspection and test.

Internal

(Stopped

)

External

(Running

)

Set Up Reduction

Benefits Summary

Reduced set up Traditional

� Small Batches

� Avoids waste of overproduction

� Minimises Inventory

� Minimises lead times

� Make to Order Philosophy

� Improved production control

� Minimises overheads

� Large Batches / Long Runs

� Encourages overproduction

� Creates buffer inventory

� Long lead times

� Make to Forecast Philosophy

� Complex production control

� High overheads

Set Up Reduction

7 Quality Tools

Problem solving tools which can:-

� Help to identify and prioritise problems quickly and more effectively.

� Simplify the decision making process.

� Provide simple but powerful tools for use in continuous improvement activity.

� Provide a vehicle for communicating problems and resolutions throughout the business.

� Provide a way of extracting information from the data collected.

7 Quality Tools

As well as using a systematic approach we

also need to use tools which enable problems

to be defined, data to be collected and

analysed, solutions generated and selected

and the effectiveness reviewed.

Data Collection Techniques

Analysis Techniques

Check Sheets

Histograms and Measles Chart

Run / Correlation Diagrams

Process Charts

Statistical Process Control

Cause and Effect Analysis

Pareto Analysis

Checksheets

� A simple and effective method of gathering information.

� Ensures consistency of data collected.

� Can be completed whilst doing the normal job.

� Simplifies data collection and analysis.

� Highlights trends.

� Spots problems.

7 Quality Tools

Histograms and Measles Charts

� Have much in common with the Pareto Diagram.

� Both show graphically the relative number of occurrences

of a range of events.

� Makes important causes become apparent.

� Specification limits can be included to display the capability of

the process.

� Can be used to collect data as it happens.

� Histograms may be vertical or horizontal.

Histograms

7 Quality Tools

Run & Correlation Diagrams

� Used to explore relationships between events and time, and

between problems and causes (2 variables).

� Both are experimentation techniques to find out when and how

problems arise and how they are rectified.

� Both are simple yet very effective methods.

� Definite trends can be easily detected.

x xx

x

x x

xx x

xxx

xx

xx

PressureT

em

p

AM AM AM AMPM PM PM PM

Defect Rate

7 Quality Tools

Process Charts

� Lists every step that is involved in the manufacture of a product

or the delivery of a service.

� Excellent tool for identifying wasteful actions.

� It documents the process completely.

� Systematic approach to reveal possible sources of quality and

productivity problems.

� The use of standard symbols aids clarity.

� Commonly used to promote improvements.

� The charts are best assembled using a team

approach (preferably "front line staff").

ReceivePart

Accept

Paint

5

Rework

7 Quality Tools

Statistical Process Control (SPC)

A100051

45 62

8

44

4

A100051

45 62

8

44

4

A100061

45 62

8

44

16

A100051

45 62

8

44

4

Time/Dwell

yellow

paint

Paint thickness

Temperature

Diameter

Width

Depth

Length

Air pressure

SPC is based on taking measurements of a

process, product or feature.

7 Quality Tools

Cause & Effect Analysis

� Identifies possible root causes of current problems.

� Provides a list of areas for which data will have to be collected and then analysed.

7 Quality Tools

Having defined the opportunity / problem or "effect" in its simplest form, then :

1. Assemble appropriate personnel.

2. Brainstorm the possible causes.

3. Group the causes into broad categories. Typically these might be the 6 M's.

4. Analyse the completed diagram and identify the most likely root cause/s of

the effect.

Measurement Method Machinery

Money Manpower Materials

Out of specification

parts on CNC103

Pareto Analysis

� Simply a frequency distribution of attribute data arranged by category.

� Commonly known as "ABC Analysis" or "the 80 / 20 Rule".

� Its one of the most effective yet simple tools available.

� An effective ongoing improvement tool.

� Identifies the most significant problems to be worked first.

� Has varying applications for use in manufacturing.

� 80% of the wealth is owned by 20 % of the people

� 80% of holidays are taken during 20% of the year

� 80% of overtime is worked by 20% of the workers

0

20

40

60

80

100

120A B C

7 Quality Tools

Statistical Process Control

(SPC)

Definition

"Statistical Process Control (SPC) is a philosophy that uses

statistical techniques in all areas of a company to make continuous improvements in quality and productivity by

reducing variation in any process."

Me

as

ure

me

nt

Time

SPC

SPC is based on taking measurements of a

process, product or feature.

A100051

45 62

8

44

4

A100051

45 62

8

44

4

A100061

45 62

8

44

16

A10005

1

456

2

8

44

4

Time/Dwell

yellow

paint

Paint thickness

Temperature

Diameter

Width

Depth

Length

Air pressure

SPC

3+

3(2x4) = 24

=

= (X-X)

n-1

1 2(sigma )

� No previous knowledge of

SPC is necessary.

� You don't have to be a

whiz at maths.

� SPC encourages the team

approach.

� SPC can be applied to any process or activity.

SPC

Environment

ProcessProduct

or Service

Inputs (4 Ms + E )

All processes/activities are comprised of five inputs

A change in any of the inputs will affect the output

Output

Material

Manpower

Machine

Method

SPC

Material - Tea, Milk, Sugar, WaterManpower - Yourself

Machine - Kettle, Spoon, Cup

Method - The way you make it

Environment - Kitchen

Example - A cup of tea

We all produce a different result.

SPC

� Concentrates on stopping the customer receiving out of spec parts.

� It is expensive and labour intensive.

� It's not 100% effective.� It does not look at the cause of the problem.

PROCESS END PRODUCTINSPECTION

SCRAP ORREWORK

CUSTOMER

Fail

Product Pass

Detection concept of Quality :

SPC

Ideal Quality Concept - control the process not the product

� Uses SPC to identify and control Variation within the process.

� Eliminates scrap and rework.� Involves the process operator, inspection, management and suppliers.

� Concentrates on controlling the process and not the product.

PROCESS CUSTOMERProduct

4Ms + E

InputsMachineryMaterial ManpowerMethodsEnvironment

Inspection on key Inputs

MONITOR & ADJUST

SPC

Basic Control Chart

Average/ Nominal

Qu

an

tity

Process Improvement

Embodied

Control limits

re-calculated

Time

Upper Control Limit

Lower Control Limit

SPC

Process capability - CpkExamples assume the process is centred

Spec Width

Process Width

Cpk = 1.5

Spec Width

Process Width

Cpk = 1

Process Width

Spec Width

Cpk = 0.8

Spec Width

Process Width

Cpk = 3

SPC